How can we make assessment more meaningful?
Rigorous assessment is central to education. It tells us whether our students are mastering essential skills and knowledge and whether our teaching is effective.
But grading also provokes much grousing.
Many students complain that grading is arbitrary, inconsistent, and unfair, while many instructors grumble about grade inflation, the excessive amount of time devoted to grading, and the many complaints that grading prompts.
The idea for sharing this post came from a session I recently conducted at the annual teaching conference organized by my university. A pedagogical conundrum was raised by a colleague whose enthusiasm and question stayed with me and inspired me to write this post. The question posed by this colleague is relevant to all instructors who have ever used group work to assess their students: How should one deal with the issues that arise when members of a group are not picking up their share of the responsibilities during a group work project?
"Plan for the students you actually have, not those you wish you had, or think you used to have, or think you used to be like."
So John N. Gardner, the creator of the term "first-year experience," advised college officials charged with making sure that the experience is a good one. In other words, be realistic; don’t expect too much of students.
That mind-set contrasts with the one evoked by the New Yorker writer David Denby in his new book, Lit Up: One Reporter. Three Schools. Twenty-Four Books That Can Change Lives. The New York Times last week noted, "Lit Up is a refreshing lesson in what motivates students and why not to dumb down reading lists." Denby opens a window into the classrooms of several gifted high-school English teachers who assign Faulkner, Orwell, Frankl, Dostoevsky, Hemingway, Shakespeare, Poe, and Twain — and whose love of reading is contagious to their teen students.
I’ve been receiving an unprecedented number of calls from presidents across the country asking me to “talk [them] off the ledge.” Most of those conversations have been with presidents whom I judge to be effective and emotionally grounded. Yet each person has been distressed in ways that I didn’t find common during my earlier years in higher education.
UBC’s “Moments that Matter” course mines departmental expertise to transform a second-year history course into a team performance.
The dull roar of plastic computer keys clicking in the lecture hall at the University of British Columbia stills for a moment as Canadian history professor Bradley Miller flashes a picture onto the screen behind him.
It’s former prime minister Pierre Elliott Trudeau, flamboyantly decked out in a cape, white jacket with a rose pinned to the lapel and a 19th-century dandy’s hat – an incongruous sight at that most high-testosterone of events, the Canadian Football League’s Grey Cup championship of 1970.
Team research is the source of some of the great breakthroughs of all time, such as the 1947 invention of the transistor, which took the complementary skills of applied researcher Walter Brattain, quantum theory researcher John Bardeen and solid-state physicist William Shockley. And today, despite the expediency of individual work, researchers are moving strongly and clearly in favor of teamwork because of its often strong advantages.
All transitions are difficult. But there is no doubt that following a long-serving leader brings particular challenges. We tend to focus on the brief administrations that so many leaders in higher education are serving right now. We’ve all witnessed such short tenures -- leaders moving on to other opportunities or unfortunately encountering difficulties that result in other people making that decision for them. But among the key transition issues discussed less often are the challenges that occur at the retirement of long-serving leaders -- in many cases, the “founding” deans or directors of key organizations or departments.
Good boards ask good questions, and great boards ask great questions. The ability to ask meaningful questions is an important skill in the boardroom and fundamental to effective governance. Said the chairman of Bain & Company, Orit Gadiesh, in a 2009 Harvard Business Review interview, “The most distinguished board is useless and does a real disservice to the organization, in my view, if the people on it don’t ask the right questions. If you’re not asking questions, you’re not doing your job.”
If there’s a downside to another academic year coming to a successful close, it’s reading course evaluations. This post explores how we respond to those one or two low evaluations and the occasional negative comments found in answers to the open-ended questions. Do we have a tendency to over-react? I know I did.
Like most professors who teach composition, I require my students to write multiple drafts — three, in fact — of each essay. That’s not because three is a magic number. It’s just a number that fits well with the amount of time we have in the semester, and it reinforces the idea of working through multiple drafts. If there is a "secret" to good writing, I’m convinced, multiple drafts is it.
And, like most of my colleagues, I regularly have students work in "peer editing" or "workshopping" sessions where they read and offer comments on one another’s work.
None of this is groundbreaking pedagogy. In fact, it’s pretty standard fare for a college-level writing course.
If I were the czar of higher education that is not explicitly vocational, I would require every undergraduate to study philosophy. And if I were both czar and czarina, I would require all students to take two philosophy courses — one in their first year and another just before graduation.
At first blush, that requirement may seem bizarre, especially coming from me. I am a psychologist and, more broadly, a social scientist — not a philosopher or a humanist. Even more deplorably, I have never taken a philosophy course myself.
The ACHA-National College Health Assessment II (ACHA-NCHA II) is a national research survey organized by the American College Health Association (ACHA) to assist college health service providers, health educators, counselors, and administrators
in collecting data about their students' habits, behaviors, and perceptions on the most prevalent health topics.
ACHA initiated the original ACHA-NCHA in 2000 and the instrument was used nation wide through the spring 2008 data collection period. The ACHA-NCHA now provides the largest known comprehensive data set on the health of college students, providing
the college health and higher education fields with a vast spectrum of information on student health. A revised survey, the ACHA-NCHA-II, has been in use since the fall 2008 data collection period.
Joe Biden has a secret weapon in his bid for the presidency: He is the first Democratic nominee in 36 years without a degree from an Ivy League university.
This is a potential strength. One of the sources of Donald Trump’s political appeal has been his ability to tap into resentment against meritocratic elites. By the time of Mr. Trump’s election, the Democratic Party had become a party of technocratic liberalism more congenial to the professional classes than to the blue-collar and middle-class voters who once constituted its base. In 2016, two-thirds of whites without a college degree voted for Mr. Trump, while Hillary Clinton won more than 70 percent of voters with advanced degrees.
Student evaluations of teaching reflect students’ biases and are otherwise unreliable. So goes much of criticism of these evaluations, or SETs. Increasingly, research backs up both of those concerns.
On the other side of the debate, SET proponents acknowledge that these evaluations are imperfect indicators of teaching quality. Still, proponents argue that well-designed SETs inevitably tell us something valuable about students’ learning experiences with a given professor.
The First Amendment to the U.S. Constitution guarantees Americans freedom of speech, freedom of religion, freedom of assembly, freedom of the press and the right to petition the government without retribution. The ways in which the First Amendment has been interpreted and applied over time have formed the contours of our modern society, determining the types of expression that American institutions and citizens will and will not defend, as well as the role of the press and media in supporting an informed society.
We are often told that we live in a global era, driven in part by technology, globalisation and intensified international commerce. There is a great urgency to cultivate internationally minded and ready citizens. Higher education institutions worldwide are
situated at the epicentre of generating the world’s next legion of global citizens.
In the United States alone, institutions now commonly have study abroad centres or offices of international education and many have established international outposts.
At the core of internationalisation is an ambition for internationalised curricula. Through this, institutions aim to equip students with the tools they need to thrive in the global economy. Yet, despite the momentum surrounding the internationalised curriculum, its substance and benefits are still uncertain.
Abstract
Our qualitative study explored transition in seven Canadian universities—early providers of distance education that transitioned to online learning between 2002 and 2017. We interviewed 16 individuals who were involved in the design, planning, r implementation of online learning. Participants reported their universities experienced significant impacts on organizational structure and roles. Many saw an increased focus on learning and teaching. Access, revenue generation, and technology were identified as drivers of online learning; traditional learning and teaching practices were shifting; challenges experienced included resistance to change and lack of dedicated resources; and effective, visionary leadership was seen to be critically important. We propose that the roots of today’s challenges and opportunities in online learning may be found in the experiences of distance educators who were early adopters.
Keywords: organizational change, distance education, online learning, Canadian universities
Students struggling with their gender identity or sexual orientation have the longest-term counselling treatment while in college, according to a new report by the Center for Collegiate Mental Health. Students considering self-harm or suicide also participate in more counselling sessions -- and the number of students who reported they purposefully injured themselves or attempted suicide continues to rise. But far from a crisis, this represents more students seeking treatment, experts say.
If you spend any time listening to other teachers (particularly online, where complaining is almost an art form), you’ll soon hear about an epidemic of grandparents dying in the last two months of the semester , when big assignments are due and final exams start to get closer. Students will do anything to take advantage of us, the chorus sings, and the only defense is a strict adherence to the rules: Sorry, kid, but the syllabus clearly says “no extensions.”
That attitude seems even more desirable when you read some of the criticisms of so-called “permissive-indulgent” instructors. Such teachers “fear doing anything that might create stress for students, stifle their personal growth, or hurt their self-esteem,” writes psychologist Douglas Bernstein. They coddle students, being careful not to be too harsh for fear of discouraging them. Even worse, those faculty “are eager to help students succeed, even if it means lowering standards for success.”
This exercise is key to enabling positive mindsets.
We are in a large classroom. There are at least 20 graduate students ranging in disciplines from engineering to health promotion to gender studies. The room is silent – you could hear a pin drop as each student stands at their own table, intently staring at the large flipchart paper covering it, a stack of colored markers adjacent. The graduate students move erratically –
periods of stillness are followed by bursts of furious writing and drawing. Someone peeking into the room might assume an exam is in progress as the room is quiet yet filled with intensity.
But no – this is reflective mapping.
Reflective mapping is a tool used at Simon Fraser University in the APEX workshop series to help graduate students recognize and gain confidence in their skillsets and experience. APEX was developed in 2013 as a partnership between SFU’s graduate studies unit & SFU’s career services unit. We intentionally created a program that infused constructivist notions of career to
help graduate students engage in self-discovery of their careers over time. A foundational piece is the reflective mapping activity where students engage in making sense of their career experiences, their interests, and their future goals.